Workplace Strategy Articles

Software agents can now open applications, read a screen, click, type, and complete multi-step digital tasks from a plain-language instruction. A new survey in the *Journal of Artificial Intelligence Research* pulls this fast-moving field into one map — and the practical question for workplace teams is not whether the technology is impressive. It is whether […]

Office decisions require more than rent and floor area. Learn how workplace strategists use analysis, Workplace Adequacy™ and scenarios to create better decisions.

A decade of activity-based working evidence suggests imported desk-sharing ratios are the least safe number in workplace strategy. Here is what to measure instead.

# How Does Colour Temperature Affect Creativity in the Workplace? Lighting for creative work should not be chosen by atmosphere alone. This article explains how colour temperature affects creativity and what stronger workplace teams should do differently when they brief, test, and evaluate lighting decisions. The question is no longer whether lighting matters. It is […]

Recovery spaces work better when sight, sound and scent are designed together. This article explains what workplace teams can learn from multisensory stress-recovery research, and how those insights should shape the brief for support spaces. Many organisations still treat break spaces as if visual atmosphere were enough. A softer colour palette, a few plants, and […]

Organisations often try to create new ways of working through vision, policy, and communication. All of those may matter, but they are rarely enough on their own. If the work environment makes the right behaviour difficult, people will eventually return to whatever feels easiest. This article explains how workplace strategy can encourage desired behaviours by […]

It is easy to describe diversification as offering more types of space in the office. That is not wrong, but it is not sufficient. If variation is not grounded in real work needs, it quickly becomes a formal gesture without much strategic effect. This article explains why a diversified workplace strategy is about fit between […]

The Workplace Strategist Diploma and the Workplace Strategist Certification Examination are often treated as two names for the same credential. They are not. The diploma is where you build the method, the language and the core judgement of workplace strategy. The certification examination is where you demonstrate that you can apply that capability at a […]

To become a certified workplace strategist, you first complete the Workplace Strategist Diploma, then the Implementation & Follow-up Diploma, and only after that take the Workplace Strategist Certification Examination. The route is designed this way because certification is meant to validate applied judgement, not only course attendance. It is best suited to professionals who already […]

A workplace strategist, a facility manager and an interior architect all shape the workplace, but they do it at different decision levels. The workplace strategist defines what the workplace must support. The facility manager keeps the workplace functioning in operation. The interior architect translates requirements into spatial design. When organisations treat those roles as interchangeable, […]

You measure whether a workplace supports performance by testing the workplace against the work it is meant to enable. That means combining evidence about focus work, collaboration, usability, support functions and actual use patterns rather than relying only on desk occupancy or satisfaction scores. The goal is to understand what the workplace enables well, where […]

A workplace needs assessment is the process of building the evidence base before workplace strategy decisions are made. It looks beyond preference and asks what the organisation actually needs from the workplace: how people work, how teams coordinate, where support spaces are missing, which operational constraints matter and which future changes must be anticipated. The […]